Why “old-fashioned” management has no future

It is an image of Epinal, an image that disappears more quickly than it would like. That of “old-fashioned” managers. But today, faced with a movement initiated by the digital revolution that has changed customer-business relationships, they have no choice but to adapt their management style.

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How can managers adapt?

#Se question

Our vision of managers is based on control when it should be based on trust. Its role is to excite, to give energy, to question how to help its employees succeed, to challenge them on quality and organization.

#Revisiter its status

Being a manager does not necessarily mean having a closed office that is bigger than the others. In all the new spaces, most of the time, he no longer has an office. To be a manager is to say to yourself: “The higher I am in the hierarchy, the more homework I have.” A duty to circulate information and explanations.

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Read our Happy Morning report on the new workspaces

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Obviously, the manager retains the right to earn a little more money because he has more responsibilities, to choose his teams, his projects, to recruit, to fire... but the manager no longer has the right to be only the “boss”.

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Vocabulary #Changer

Some business leaders still have a patriarchal definition of their employees, like “I have 30 people working for me.” Tomorrow, we will no longer be able to say that: we will talk about project managers, transversal or not, about teams that rotate, about experts... Knowing exactly how many people work in your company will become more and more difficult because it is more and more vague, even if the management team should be fairly stable.

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#Exercer a transversal management

No more management by service! Yesterday, innovation was reserved for the R&D department, marketing took care of the customer, the financial department took care of the money. Today, businesses operate more and more transversely. Whatever the field of expertise, each employee in the company is customer-oriented. And everyone contributes to innovation projects. It is the end of the compartmentalization to be together, of the development of Design Thinking, OpenLabs...

Read our Happy Morning report on transformation project leaders

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#Considérer above all skills

This revolution linked to transversal management is very difficult for managers who consider themselves to have expert status in marketing, finance, digital or R&D. They are challenged by their peers and by young talents who also want us to reason through creativity and not only through expertise. It's skills that count, intelligence, the ability to reason and make decisions.

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#Adopter a leadership position

The leader has no age, no job. An extremely brilliant young talent can take the lead on a project that will perpetuate the company for the next twenty years. The manager still has to agree to give power to this young talent who will revolutionize his business, even if it means surrounding him with seniors to help him.

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#Horizontaliser the hierarchy

Some companies create shadow Comexes with young talent. Of course, this is a big change in habits, but it's a question of survival. If I am a business owner, will I allow young people to take control in order to accelerate the innovation of my company? Today, more than ever, audacity is an essential asset for the survival of a company.

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OUR SUPPORT TO DEVELOP THE SKILLS OF THE MANAGER OF TOMORROW

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Individual coaching:

Allow your managers to gain height! The Talentis Executive Coaches acts as a “sparring partner”, a “stimulator” of reflection, providing the coached manager with a perspective on his thoughts and behavior.‍

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Team coaching:

Team coaching, in particular through Twin Coaching, allows simultaneous support for the manager and his team (s). It allows modalities adapted to each of the parties while keeping the focus on the common objective.

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Online coaching:

With Click & Coach, an online business coaching platform, coaching by coach becomes more accessible and flexible.Click & Coach allows talents all over the world to benefit from individual, punctual and targeted coaching to meet specific needs.

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